Innovation Models & Processes

Innovation Process is the Bridge to Connect Art and Science.

Because the organization is the primary context for innovation, innovation cannot be studied independently of the type of organization that generates or adopts it. Hence, in developing and testing theories of organizational innovation, it is necessary to incorporate a finer distinction between organizations that mainly generate and those that mainly adopt innovations.

IGO vs. IAO: The Innovation-Generating Organization (IGO) depends more heavily on its technological knowledge and market capabilities to develop and commercialize innovations; the innovation-adopting organization (IAO) relies more on its managerial and organizational capabilities to select and assimilate innovations. The IGO needs the ability to generate innovative outputs, but the IAO needs the ability to absorb innovative inputs. Because the two organizations innovate in different ways, the same theories of innovation cannot explain how each innovates. 

Entrepreneurial vs. Corporate: According to the entrepreneurial view, innovation is the essence of new, independent companies that act as major agents of change in new industries. By introducing new products and new methods of production, by opening new markets and utilizing new sources of supply, and by reorganizing industries, entrepreneurial firms seize discontinuous opportunities and innovate. In contrast, according to the corporate view, the incumbent, established firm is the primary vehicle for innovation, because it has scientific knowledge and management expertise, production means and other complementary assets, better access to capital, and often some degree of monopoly power, which increase the likelihood of investing in innovation

 Innovation processes are used to create, deliver and manage innovation. Innovation process has usually been defined with a wide-scope view: It encompasses the entire process from the decision to begin research on a recognized or potential problem, to development, commercialization, diffusion, the decision to adopt, implementation, and consequences 

- Goals for innovation
- innovation models
- roles & responsibilities for people involved in innovation processes and in connection with the processes and models

Posted in: Business Process Management,Connecting Dots,Innovation